14853-780
1994 DAIRY FARM BUSINESS SUMMARY
Northern New York
Table of Contents
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . 1
Program Obj ect i ves
1
Format Features
1
SUMMARY AND ANALYSIS OF THE FARM BUSINESS
2
Business Characteristics . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Income Statement
2
Profitability Analysis
4
Farm and Family Financial Status
7
Statement of Owner Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . 11
Cash Flow Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . • . . . . . . . . 12
Repayment Analysis
14
Cropping Analysis • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . 16
Dairy Analysis
18
Capital and Labor Efficiency Analysis . . . . . • . . . . . . . . . . . . . . . . . . . . . . . . . 20
COMPARATIVE ANALYSIS OF THE FARM BUSINESS
21
Progress of the Farm Business
21
Regional Farm Business Chart . . . . . . . . . . . . . . . . . . • . ; . . • . . . . . . . . . . . . . . . . 22
New York State Farm Business Chart
23
Financial Analysis Chart
25
Comparisons by Type of Barn and Herd Size
26
Herd Size Comparisons
26
IDENTIFY AND SET GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . . . . . • . . . . 32
GLOSSARY AND LOCATION OF COMMON TERMS
34
INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • • . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . 37
­
1994 DAIRY FARM BUSINESS SUMMARY
NORTHERN NEW YORK*
INTRODUCTION
Dairy farmers throughout New York State have been participating in Cornell
Cooperative Extension's farm business summary and analysis program since the early
1950's. Managers of each participating farm business receive a comprehensive
summary and analysis of the farm business. The information in this report
represents an average of the data submitted from dairy farms in the Northern New
York Region for 1994.
PrQqr~
Ob1ectiye
The primary objective of the dairy farm business summary, DFBS, is to help
farm managers improve the business and financial management of their business
through appropriate use of historical farm data and the application of modern farm
business analysis techniques. This information can also be used to establish
goals that will enable the business to better meet its objectives.
In short, DFBS
identifies business and financial information needed in identifying and evaluating
strengths and weaknesses of the farm business.
FOrmat Features
This regional report follows the same general format as in the 1994 DFBS
printout received by all participating dairy farmers. The analysis tables have an
open column or section labeled My Farm.
It may be used by any dairy farm manager
who wants to compare his or her business with the average data of this region. A
DFBS Data Check-in Form can be used by non-DFBS participants to summarize their
businesses.
This report features:
(1) an income statement inclUding accrual adjustments for farm business expenses
and receipts, as well as measures of profitability with and without
appreciation,
(2) a complete balance sheet with analytical ratios;
(3) a statement of owner equity which shows the sources of the change in owner
equity during the year;
(4) a cash flOW statement and debt repayment ability analysis;
(5) an analysis of crop acreage. yields. and expenses;
(6) an analysis of dairy livestock numbers. production. and expenses; and
(7) a capital and labor efficiency analysis.
*Northern New York, with the number of participating farms in parentheses, is
comprised of Essex (5), Franklin (10), Jefferson (13), Lewis (8) and St. Lawrence
(18) counties. This report was written by Stuart F. Smith, Senior Extension
Associate, Farm Management. Linda Putnam was in charge of data preparation.
Melody Clark, Judy Neno and Beverly Carcelli prepared the publication. Farm
business data were collected by Cooperative Extension agents George Yarnall, Pat
Beyer and Anita Deming; and temporary agents George Allhusen and Richard
Spaulding.
2
SOKIIARY AND ANALYSIS 01' '1'HB PARM BUSINESS
Bu.tAe.. Characteri.tic.
Planning the optimal management strategies is a crucial component of
operating a successful farm. Various combinations of farm resources, enterprises,
business arrangements, and management techniques are used by the dairy farmers in
this region. The following table shows important farm business characteristics
and the number of farms with each characteristic.
BUSINESS CHARACTBRISTICS
54 Northern New York Dairy Farms, 1994
Type of Farm
Number
54
Dairy
Part-time dairy
o
Dairy cash-crop
o
Part-time cash-crop dairy
0
Type of OWnership
owner
Renter
Number
51
Type of Business .
Single Proprietorship
Partnership
Corporation
Number
42
10
Type of Barn
Stanchion/Tie-Stall
Freestall
Combination
Number
25
26
Milking Fregyency
2x/day
3x/day
Other
Number
3
2
3
43
8
3
Milking System
Bucket & carry
Dumping station
Pipeline
Herringbone parlor
other parlor
Number
Production Records
DHIC
owner-Sampler
Other
None
Number
39
4
bST Usage
Used on <25% of herd
Used on 25-75% of herd
Used on >75% of herd
Stopped using in 1994
Not used in 1994
Number
Business Record Svstem
Account Book
Agrifax (mail-in only)
On-farm computer
Other
Number
21
o
2
25
22
5
7
4
2
15
2
3
32
5
24
4
The averages used in this report were compiled using data from all the
participating dairy farms in this region unless noted otherwise. There are full­
time dairy farms, part-time farms, dairy cash-crop farms, farm renters,
partnerships, and corporations included in the average. Average data for these
specific types of farms are presented in the State Business Summary.
Income StAtement
In order for an income statement to accurately measure farm income, it must
include cash transactions and accrual adjustments (changes in accounts payable,
accounts receivable, inventories, and prepaid expenses) .
Cash paid is the actual cash outlay during the year and does not necessarily
represent the cost of goods and services actually used in 1994.
Chancre in inventory: Increases in inventories of supplies and other purchased
inputs are subtracted in computing accrual expenses because they represent
purchased inputs not actually used during the year. Decreases in purchased
inventories are added to expenses because they represent inputs purchased in a
prior year and used this year.
-
3
CASH AND ACCRUAL FAlUI GPENSES
Expense Item
54 Northern New York Dairy Farms, 1994
Change in
Inventory
Change in
or Prepaid
Cash
Accounts
Paid +
Expense
Payable
+
Hired Labor
$35,097
$0 «
=
Accrual
Expenses
$-2
$35,095
-701
39
0
87,933
1,714
0
.E.e..ed
Dairy grain & conc.
Dairy roughage
Other livestock
Machinery
Mach. hire, rent/lease
Machinery repairs/parts
Auto expo (farm share)
Fuel, oil & grease
Liyestock
Replacement livestock
Breeding
Vet & medicine
Milk marketing
Cattle lease/rent
Other livestock expense
89,399
2,110
0
-765
-435
0
4,317
17,310
796
6,675
-36 «
-29
-2 «
-76
49
85
-3
39
4,330
17,366
791
6,638
1,990
3,669
8,432
11,535
121
16,539
0 «
31
-28
0 «
0 «
-72
5
19
-126
4
0
12
1,995
3,719
8,278
11,539
121
16,479
375
-41
-14
6,383
4,311
4,726
-35
-19 «
0 «
-21
-44
-1
6,019
6,470
4,470
«
«
«
«
-25
2
8.2
91
«
$-248
130
4,988
601
8,353
18,023
2,683
$263,025
1,813
16,721
10,585
$292,144
~
Fertilizer & lime
Seeds & plants
Spray, other crop expo
Real Estate
Land/bldg./fence repair
Taxes
Rent & lease
.Q..t.h.e.I:
Insurance
Telephone (farm share)
Electricity (farm share)
Interest paid
Miscellaneous
Total Operating
Expansion livestock
Machinery depreciation
Building depreciation
TOTAL ACCRUAL EXPENSES
6,053
4,959
4,817
6,075
6,533
4,471
5,023
599
8,271
17 , 932
2 ,771
$2-65,494
1,683
-45
-607
-77
-10
0
0
0
-16
$-2,221
0
-=J..2.
Change in prepaid expenses (noted above by «) is a net change in non-inventory
expenses that have been paid in advance of their use.
If 1994 funds used to
prepay 1995 leases exceed the amount of 1994 leases prepaid in 1993, the amount of
this excess is entered as a negative number to exclude it from 1994 accrual lease
expenses. The excess prepaid lease is charged against the future year's business
operation. A decrease in prepaid lease is added to accrual expenses because it
represents use of resources during this year that were paid for in past years.
Change in accounts payable: An increase in accounts payable from beginning to end
of year is added when calculating accrual expenses because these expenses were
incurred (resources used) in 1994 but not paid for.
A decrease is subtracted
because the resource was used before 1994.
Accrual expenses are the costs of inputs actually used in this year's production.
They are the total of cash paid, as well as changes in inventory, prepaid
expenses, and accounts payable.
4
CASH AND ACCRUAL PARK RECEIPTS
54 Northern New York Dairy Farms, 1994
Receipt Item
Cash
Receipts
+
Change in
Inventory
$299,939
Milk sales
17,206
$8,108
Dairy cattle
3,918
Dairy calves
Other livestock
133
31
2,975
Crops
2,241
58*
Government receipts
2,372
Custom machine work
1,004
338
Gas tax refund
Other
2.960
Less nonfarm noncash cap. **
(-)
0
Total Receipts
$330,111
$11,172
+
Change in
Accounts
Receivable
Accrual
Receipts
$293
-157
-2
0
99
108
0
0
---.Jl
(-)
$341
$300,232
25,157
3,916
164
5,315
2,538
1,004
338
2,960
0
$341,624
*Change in advanced government receipts.
**Gifts or inheritances of cattle or crops included in inventory.
Cash receipts include the gross value of milk checks received during the year plus
all other payments received from the sale of farm products, services, and
government programs. Nonfarm income is not included in calculating farm
profitability.
Changes in inventory of assets produced by the business are calculated by
subtracting beginning of year values from end of year values excluding appre­
ciation.
Increases in livestock inventory caused by herd growth and/or quality
are added, and decreases caused by herd reduction and/or quality are subtracted.
Changes in inventories of crops grown are also included. An annual increase in
advanced government receipts is subtracted from cash income because it represents
income received in 1994 for the 1995 crop year in excess of funds earned for 1994.
Likewise, a decrease is added to cash government receipts because it represents
funds earned for 1994 but received in 1993.
Changes in accounts receivable are calculated by subtracting beginning year
balances from end year balances. The January milk check for this December's
marketings compared with the previous January's check is included as a change in
accounts receivable.
Accrual receipts represent the value of all farm commodities produced and services
actuaily generated by the farm business during the year.
Profitability Analysis
Farm operators* contribute labor, management, and equity capital to their
businesses and the combination of these resources, and the other resources used in
the business, determines profitability. Farm profitability can be measured as the
return to all family resources or as the return to one or more individual
resources such as labor and management.
*Operators are the individuals who are integrally involved in the operation and
management of the farm business. They are not limited to those who are the owner
of a sole proprietorship or are formally a member of the partnership or
corporation.
-
5
Net farm income is the return to the farm operators and other unpaid family
members for their labor, management, and equity capital. It is the farm family's
net annual return from working, managing, financing, and owning the farm business.
This is not a measure of cash available from the year's business operation. Cash
flow is evaluated later in this report.
Net farm income is computed both with and without appreciation. Appreciation
represents the change in values caused by annual changes in prices of livestock,
machinery, real estate inventory, and stocks and certificates (other than Farm
Credit). Appreciation is a major factor contributing to changes in farm net worth
and must be included for a complete profitability analysis.
RET PARK INCOKB
54 Northern New York Dairy Farms, 1994
Average
Total
Per Cow
Item
Total accrual receipts
Appreciation: Livestock
Machinery
Real Estate
Other Stock/Certificates
Total Including Appreciation
Total accrual expenses
Net Farm Income (with appreciation)
Net Farm Income (w/o appreciation)
$341,624
1,410
3,766
7,507
12
$354,319
-292« 144
$62,175
$49,480
My Farm
Total
Per Cow
$--­
$--­
$531
$423
$--­
$--­
$--­
$--­
The chart below shows the relationship between net farm income per cow (with
appreciation) and pounds of milk sold per cow. Generally, farms with a higher
production per cow have higher profitability per cow.
Net Farm Income/Cow and Milk/Cow
1.5
54 Northern New York Farms, 1994
1­
1.4 f-­
o
I
1.3 [
co
1.2
I
L
1.1
~
1 i
0.9 f­
o
o
o
~1J
0.6 <-­
'-"n
C
0
n
':J
W 0
E.c
oc
u
E
L
o
lL
0.5
0.4
0
DO
0
t­
[§l
0
0
0
0
0
o t-"--­
_._.~
0
0
o
0
0
!J
a51
o
0
0
0
[§It!
0
0
0
Do
.. _-----­
-0.1 L
o
o
-0.2 fI
-0.5
B
0
0.1 ~
0
0
0
r­
r­
L_.
0
0
0.2 ;--­
-0.3
o
0
0.3 f-­
-0.4
[]
0
0
I
I
0.7 ,
c
0
0.8 f­
"-~~
o
,u
0
~
]
u
0
L
L
11
__ L __L
13
0
.L..-_-L-_.L._.-l__ ----l-__.L_-l __ . .J. __ .-L-._...L.. __L_----l....__L_----L __
15
17
19
21
(Thousonds)
Pounds Milk Sold Per Cow
23
25
27
i
.l_._..,;
6
Return to operators' labor. management. and equity capital measures the total net
farm income for the farm operator(s).
It is calculated by deducting a charge for
unpaid family labor from net farm income. Operators' labor is not included in
unpaid family labor. Return to operators' labor, management, and equity capital
has been calculated both with and without appreciation. Appreciation is an
important part of the return to ownership of farm assets.
RETURN TO OPERATORS'
LABOR, MANAGEKBN'l', AND EQU:ITY
54 Northern New York Dairy Farms, 1994
Average
With
Without
Apprec.
Apprec.
Item
Net farm income
Family labor unpaid
@ $1,450 per month
Return to operators' labor,
management, & equity
$62,175
$49,480
-3.683
-3.683
$58,492
$45,797
Farm
With
Apprec.
Without
Apprec.
$._---­
$----­
$----­
$----­
Labor and management income is the return which farm operators receive for their
labor and management used in operating the farm business. Appreciation is not
included as part of the return to labor and management because it results from
ownership of assets rather than management of the farm business. Labor and
management income is calculated by deducting the opportunity cost of using equity
capital, at a real interest rate of five percent, from the return to operators'
labor, management, and equity capital excluding appreciation. The interest charge
of five percent reflects the long-term average rate of return above inflation that
a farmer might expect to earn in comparable risk investments.
LABOR AND MANAGEMENT :INCOKB
54 Northern New York Dairy Farms, 1994
Item
Return to operators' labor, management,
& equity without appreciation
Real interest @ 5% on $445,486 average
equity capital
Labor & Management Income
Labor & Management Income per 1.43
Operator/Manager
Average
My Farm
$45,797
$----­
-22.274
$23,523
$----­
$16,450
$,----­
-
7
Return on equity capital measures the net return rema1n1ng for the farmer's equity
or owned capital after a charge has been made for the owner-operator's labor and
management. The earnings or amount of net farm income allocated to labor and
management is the opportunity cost of operators' labor and management estimated by
the cooperators. Return on equity capital is calculated with and without
appreciation. The rate of return on equity capital is determined by dividing the
amount returned by the average farm net worth or equity capital. Return on total
capital is calculated by adding interest paid to the return on equity capital and
then dividing by average farm assets to calculate the rate of return on total
capital.
RETURN ON EQUITY CAPITAL AND RETURN ON TOTAL CAPITAL
54 Northern New York Dairy Farms, 1994
Item
Return to operators' labor, management,
& equity capital with appreciation
Value of operators' labor & management
Return on equity capital with appreciation
Interest paid
Return on total capital with appreciation
Return on equity capital without appreciation
Return on total capital without appreciation
Rate of return on average equity capital:
with appreciation
without appreciation
Rate of return on average total capital:
with appreciation
without appreciation
Average
$58,492
- 36,474
$22,018
+ 18,023
$40,041
$9,323
$27,346
My Farm
$
$
+
$
$
$
4.9%
2.1%
%
%
5.7%
3.9%
%
%
Farm and Fomily Financial StatuI
The first step in evaluating the financial position of the farm is to
construct a balance sheet which identifies all the assets and liabilities of the
business. The second step is to evaluate the relationship between assets,
liabilities, and net worth and changes that occurred during the year.
Financial lease obligations are included in the balance sheet. The present value
of all future payments is listed as a liability since the farmer is committed to
make the payments by signing the lease. The present value is also listed as an
asset, representing the future value the item has to the business. For 1994,
leases were discounted by 8.25 percent.
Adyanced government receipts are included as current liabilities. Government
payments received in 1994 that are for participation in the 1995 program are the
end year balance and payments received in 1993 for participation in the 1994
program are the beginning year balance.
Current Portion or principal due in the next year for intermediate and long term
debt is included as a current liability.
8
1994 PARK BUSINESS & BONPARK BALANCE SHEET
54 Northern New York Dairy Farms, 1994
Farm Liabilities
Jan. 1
Dec. 31
& Net Worth
Jan. 1
Farm Assets
Current
Current
Accounts payable
Farm cash, checking
$7,326
$8,308
Operating debt
& savings
$6,701
2,663
21,360
21,701
Accounts rec.
Short-term
4,403
prepaid expo
316
248
Advanced govt. rec.
80
51,431
56,560
Current Portion:
Feed & supplies
Intermediate
22,269
Long Term
6.116
$79,740
$86,885
Total
$42,857
Total
Intermediate
Dairy cows:
$118,574
owned
o
leased
53,467
Heifers
1,014
Bulls/other Ivstk.
144,753
Mach./eq. owned
5,388
Mach./eq. leased
Farm Credit stock·
705
2,185
Other stock/cert.
Total
Long Term
Land/buildings:
owned
leased
$326,086
$122,392
o
59,169
1,043
149,290
3,493
1,007
2,260
Intermediate
Structured debt
1-10 years
Financial lease
(cattle/mach. )
Farm Credit stock
Total
Dec. 31
$7,208
5,884
971
22
23,026
~
$43,117
$105,840
$107,017
5,388
705
3,493
1,007
$111,933
$111,517
$102,533
$103,228
2,184
1,884
$104,717
$105,112
$259,507
$432,114
$259,746
$458,858
$338,654
$283,611
2,184
$291,181
1,884
Total
$285,795
$293,065
Total Farm
Assets
$691,621
$718,604
Long Term
Structured debt
>10 yrs
Financial lease
(structures)
Total
Total Farm Liab.
FARM NET WORTH
Nonfarm Assets, Liabilities & Net Worth (Average of 31 farms reporting)
Liabilities
Jan. 1
Dec. 31
& Net Worth
Jan. 1
Assets
Personal cash, chkg.
Nonfarm Liab.
$1,839
$5,947
& savings
$6,504
5,541
5,655
Cash value life ins.
7,177
6,687
Nonfarm real estate
Auto (personal sh.)
5,984
6,513
4,474
3,856
Stocks & bonds
10,790
10,758
Household furn.
6,958
8,456
All other
$48,980
NONFARM NET WORTH
Total Nonfarm
$46,320
$44,480
Dec. 31
$2,556
$46,423
Farm & Nonfarm Assets, Liabilities, & Net Worth*
Jan. 1
Dec. 31
Total Assets
$737,941
$767,584
Total Liabilities
261,346
262,302
TOTAL FARM & NONFARM NET WORTH
$476,595
$505,282
*Assurnes that average nonfarm assets and liabilities for the nonreporting farms
were the same as for those reporting.
-
9
The following condensed balance sheet, including deferred taxes, contains average
data from only those farmers who elected to provide the additional information
required to compute deferred taxes.
Deferred taxes represent an estimate of the taxes that would be paid if the farm
were sold at year end fair market values and date on the balance sheet. Accuracy
is dependent on the accuracy of the market values and the tax basis data provided.
Any tax liability for assets other than livestock, machinery, land, buildings and
nonfarm assets is excluded.
It is assumed that all gain on purchased livestock
and machinery is ordinary gain and that listed market values are net of selling
costs. The effects of investment tax credit carryover and recapture, carryover of
operating losses, alternative minimum taxes and other than average exemptions and
deductions are excluded because they have only minor influence on the taxes of
most farms.
However, they could be important.
CONDENSED BALANCE SHEET INCLUDING DEFERRED TAXES
December 31, 1994
12 New York Dairy Farms, 1994
LIABILITIES & NET WORTH
ASSETS
Current debts & payabIes
Current deferred taxes
Total Current Assets
Total Inter. Assets
$106,867
$396,178
Total Long Term Assets
$438,030
TOTAL FARM ASSETS
$941,075
Total current Liabilities
Intermediate deferred taxes
103,642
Total Inter. Liabilities
$235,456
Long term debts & leases
$147,974
Long term deferred taxes
79,196
Total Long Term Liab.
$227,170
TOTAL FARM LIABILITIES
$572,095
Farm Net Worth
$368,981
Nonfarm deferred taxes
TOTAL ASSETS
$979,164
$109,469
$131,814
Nonfarm debts
$38,089
28,791
Intermediate debts & leases
Percent Equity (Farm)
Total Nonfarm Assets
$80,678
Total Nonfarm Liabilities
39%
$700
8,881
$9,581
TOTAL LIABILITIES
$581,675
Total Net Worth
$397,489
Percent Equity (Total)
41%
10
Balance sheet analysis involves examination of relative asset and debt levels for
the business. Percent equity is calculated by dividing end of year net worth by
end of year assets and multiplying by 100. The debt to asset ratio is compiled by
dividing liabilities by assets. Low debt to asset ratios reflect business
solvency and the potential capacity to borrow. Debt levels per productive unit
represent old standards that are still useful if used with measures of cash flow
and repayment ability.
BALANCE SHEET ANALYSIS
54 Northern New York Dairy Farms, 1994
Average
Item
Financial Ratios - Farm:
Percent equity
Debt/asset ratio: total
long-term
intermediate/current
Farm Debt Analysis:
Accounts payable ~s % of total debt
Long-term liabilities as a % of total debt
Current & inter. liab. as a % of total debt
Per Cow
$2,183
883
1,850
1,299
Farm Debt Leyels:
Total farm debt
Long-term debt
Intermediate & long term
Intermediate & current debt
My Farm
64%
.36
.36
.36
----_%
3%
40%
60%
----_%
----_%
----_%
Per Tillable
Acre Qwned
$1,091
442
909
650
Per Cow
$._-­
Per Tillable
Acre Qwned
$---­
Farm inventory balance is an accounting of the value of assets used on the balance
sheet and the changes that occur from the beginning to end of year. Changes in
the livestock inventory are included in the dairy analysis. Net investment
indicates whether the capital stock is being expanded (positive) or depleted
(negative) .
PARK INVENTORY BALANCE
54 Northern New York Dairy Farms, 1994
Average of Region'S Farms
Real Estate
Machinery & Equipment
Item
$283,611
Value beg. of year
Purchases
Gift/inheritance
Lost capital
Sales
Depreciation
$15,745
1,011
5,585
523
- 10,585
$144,753
$18,930
+
0
+
-
1,437
- 16,721
Net investment
Appreciation
=
63
+ 7,507
+ 3,766
Value end of year
$291,181
$149,290
*$2,743 land and $13,002 buildings and/or depreciable improvements.
772
11
The Statement Qf OWner Equity has tWQ purpQses.
It allQws (1) verificatiQn that
the accrual incQme statement and market value balance sheet are ~nterrelated and
cQnsistent (in aCCQuntants terms, they recQncile) and (2) identificatiQn Qf the
causes Qf change in equity that Qccurred Qn the farm during the year. The
Statement Qf Owner Equity allQws YQU tQ determine tQ what degree the change in
equity was caused by (1) earnings frQm the business, and nQnfarm incQme, in excess
Qf withdrawals being retained in the business (called retained earnings), (2)
Qutside capital being invested in the business Qr farm capital being remQved frQm
the business (called cQntributed/withdrawn capital) and (3) increases Qr decreases
in the value (price) Qf assets Qwned by the business (called change in valuatiQn
equity) .
Retained earnings is an excellent indicatQr Qf farm generated financial prQgress.
STATEMENT OF OWNER EQUITY (RECONCILIATION)
54 NQrthern New YQrk Dairy Farms, 1994
Average
Item
Beginning Qf year farm
net wQrth
Net farm incQme w/Q apprec.
+NQnfarm cash incQme
-PersQnal withdrawals & family
expenditures excluding
nQnfarm bQrrQwings
RETAINED EARNINGS
NQnfarm nQncash transfers
tQ farm
+Cash used in business
frQm nQnfarm capital
-NQte/mQrtgage frQm farm
real estate SQld (nQnfarm)
CONTRIBUTED/WITHDRAWN CAPITAL
AppreciatiQn
-LQst capital
CHANGE IN VALUATION EQUITY
IMBALANCE/ERROR
End Qf year farm net wQrth*
Change in net wQrth w/apprec.
Change in Net WQrth
WithQut appreciatiQn
with appreciatiQn
*May nQt add due tQ rQunding.
My Farm
$432,114
$49,480
+ 5,915
$--­
$--­
+--­
- 37,005
+$18,390
+
$
$1,011
$
2,240
+
130
+$3,121
$12,695
- 5,585
+$-­
$
+$7,110
+$-­
- 1,877
-$-­
=$458,858
$26,744
=$-­
$-­
$14,049
$26,744
$---­
$---­
12
CoSh Plow Statement
Completing an annual cash flow statement is an important step in
understanding the sources and uses of funds for the business. Understanding last
year's cash flow is the first step toward planning and managing cash flow for the
current and future years.
The annual cash flow statement is structured to show net cash provided by
operating activities, investing activities, financing activities and from
reserves. All cash inflows and outflows, including beginning and end balances,
are included. Therefore, the sum of net cash provided from all four activities
should be zero. Any imbalance is the error from incorrect accounting of cash
inflows/outflows.
ANNUAL CASH PLOW STATEMENT
54 Northern New York Dairy Farms, 1994
Item
Cash FlOW from Operating Activities
Cash farm receipts
Cash farm expenses
= Net cash farm income
+
=
Nonfarm income
Personal withdrawals/family expenses
including nonfarm debt payments
Net cash nonfarm income
Net Provided by Operating Activities
Cash Flow From Investing Activities
Sale of Assets:
Machinery
+ real estate
+ other stock/cert.
= Total asset sales
Capital purchases: expansion livestock
+ machinery
+ real estate
+ other stock/cert.
Total invested in farm assets
= Net Provided by Investment Activities
Cash FlOW From Financing Activities
Money borrowed (inter. & long term)
+
Money borrowed (short-term)
+
Increase in operating debt
+
Cash from nonfarm cap. used in business
+
Money borrowed - nonfarm
= Cash inflow from financing
+
+
=
Principal payments (inter. & long-term)
Principal payments (short-term)
Decrease in operating debt
Cash outflow for financing
Net Provided by Financing Activities
Cash FlOW From Reserves
Beginning farm cash, checking & savings
Ending farm cash, checking & savings
= Net Provided from Reserves
Imbalance (error)
Average
$330,111
265,494
$64,616
$5,915
37,798
$-31,883
$32,733
13
.uD1tJAL CASH PLOW STATBMEB'l'
Item
My
Farm
Cash F1QW frQm Operating Actiyities
=
+
=
Cash farm receipts
Cash farm expenses
Net cash farm incQme
$
NQnfarm incQme
PersQnal withdrawals/family expenses
including nQnfarm debt payments
Net cash nQnfarm incQme
Net PrQvided by Operating Activities
$
$
$
$
Cash FlOW From Inyesting Actiyities
Sale Qf Assets:
Machinery
+ real estate
+ Qther stQck/cert.
TQtal asset sales
Capital purchases:
=
expansiQn livestQck
+ machinery
+ real estate
+ Qther stQck/cert.
TQtal invested in farm assets
Net PrQvided by Investment Activities
$
$
$
$
$
Cash F1QW FrQm Financing Actiyities
+
+
+
+
=
+
+
=
MQney bQrrQwed (inter. & lQng term)
MQney bQrrQwed (shQrt-term)
Increase in Qperating debt
Cash frQm nQnfarm cap. used in business
MQney bQrrQwed - nQnfarm
Cash inflQw frQm financing
$
Principal payments (inter. & lQng-term)
principal payments (shQrt-term)
Decrease in Qperating debt
Cash QutflQW fQr financing
Net PrQvided by Financing Activities
$
$
$
$
Cash F1QW From Reseryes
=
Beginning farm cash, checking & savings
Ending farm cash, checking & savings
Net PrQvided frQm Reserves
Imbalance (errQr)
$
$
$
.
.
14
"payment 'p.lvai.
A valuable use of cash flow analysis is to compare the debt payments planned
for the last year with the amount actually paid. The measures listed below
provide a number of different perspectives on the repayment performance of the
business. However, the critical question to many farmers and lenders is whether
planned payments can be made in 1995. The cash flow projection worksheet on the
next page can be used to estimate repayment ability, which can then be compared to
planned 1995 debt payments shown below.
PAlUI DEBT PAYlIENTS PLANNBD
Same 41 Northern New York Dairy Farms, 1993 & 1994
Debt Payments
Long-term
Intermediate-term
Short-term
operating (net
reduction)
Accounts payable
(net reduction)
Total
Per cow
Per cwt. 1994 milk
Percent of total
1994 receipts
Percent of 1994
milk receipts
Ayerage
1994 Payments
Planned
Made
$11,038
$16,845
25,837
36,837
1,298
1,612
Planned
1995
$10,511
25,872
865
1,395
0
2,830
2,085
$41,653
0
$55,294
924
$41,003
$438
$2.31
$582
$3.06
15%
20%
17%
23%
My Farm
1994 Payments
Planned
Made
Planned
1995
$--- $--- $--­
$--- $--- $--­
$--­
$---­
$--- $--­
The cash flow coverage ratio measures the ability of the farm business to
meet its planned debt payment schedule. The ratio shows the percentage of
payments planned for 1994 (as of December 31, 1993) that could have been made with
the amount available for debt service in 1994. Farmers who did not participate in
DFBS in 1993 have their 1994 cash flow coverage ratio based on planned debt
payments for 1995.
CASH FLOW COVERAGE RATIO
Same 41 Northern New York Dairy Farms, 1993 & 1994
Average
Item
Cash farm receipts
- Cash farm expenses
+ Interest paid
- Net personal withdrawals from farm*
(A)
(B)
= Amount Available for Debt
= Debt Payments Planned for
Service
1994
(as of December 31, 1993)
(A/B) = Cash Flow Coverage Ratio for 1994
My Farm
$262,058
211,601
14,638
25,894
$----­
$39,201
$----­
$41,653
.94
$----­
*Persona1 withdrawals and family expenditures less nonfarm income and nonfarm
money borrowed. If family withdrawals are excluded, or inaccurately included, the
cash flow coverage ratio will be incorrect.
Item
No. cows and cwt. milk
Accrual Oper. Receipts
Milk
Dairy cattle
Dairy calves
Other livestock
Crops
Misc. receipts
Total
15
ANNUAL CASH PLOW WORKSHEET
My Farm
Regional Average
Per Cowl
Per Cow
Per Cwt.
Per Cwt.
117.1 22,749.8
Expected
1995
change
Projection
$2,563.89
214.83
33.44
1.40
45.39
58.41
$2,917.38
$13 .20
1.11
.17
.01
.23
---a..3..Q.
$15.02
$,-----­
$._--­
$,-----­
$----­
Accrual Oper. Expenses
$299.70
Hired labor
750.92
Dairy grain & conc.
14.64
Dairy roughage
0.00
Nondairy feed
Mach. hire/rent/lease
36.99
155.05
Mach. rpr./parts & auto
Fuel, oil & grease
56.68
Replacement lvstk.
17.03
31. 76
Breeding
70.69
Vet & medicine
98.54
Milk marketing
1.03
Cattle lease
140.73
Other livestock expo
Fertilizer & lime
54.52
36.81
Seeds & plants
Spray/other crop expo
40.36
51.40
Land, bldg., fence repair
55.24
Taxes
38.17
Real estate rent/lease
Insurance
42.59
76.46
Utilities
22.91
Miscellaneous
Total Less Int. Paid $2,092.23
$1.54
3.87
.08
.00
.19
.80
.29
.09
.16
.36
.51
.01
.72
.28
.19
.21
.26
.28
.20
.22
.39
------l2.
$10.77
$,-----­
$----­
$-----­
$._--­
$
_
$,---­
$,
__
$,---­
$
_
$----­
$,
_
$----­
Net Accrual Operating Income
Total
(without interest paid)
$96,625
Change in lvstk./crop inv.*
11,172
change in accts. rec.
341
+ change in feed/supply inv.**
-2,221
+ Change in accts. payable***
-339
NET CASH FLOW
$82,552
Net personal w/drawals from
farm (see footnote on pg. 14)
$31,090
Available for Farm Debt
Payment & Investments
$51,462
Farm debt payments
65,591
Available for Farm Investment
$-14,129
Capital purchases: cattle,
machinery & improvements
$36,421
Additional Capital Needed
*Includes change in advance government receipts.
**Includes change in prepaid expenses.
***Excludes change in interest account payable.
$
$
,
'
16
croppipg Analysi.
The cropping program is an important part of the dairy farm business and
often represents opportunities for improved productivity and profitability. A
complete evaluation of what the available land resources are, how they are being
used, how well crops are producing, and what it costs to produce them is important
to evaluating alternative cropping and feed purchasing alternatives.
LAJlD RESOURCES AND CROP PRODUCT:ION
54 Northern New York Dairy Farms, 1994
Average
Item
Lans:1
Tillable
Nontillab1e
Other nonti11ab1e
Total
Crg., Yields
Hay crop
Corn silage
Other forage
Total forage
Corn grain
Oats
Wheat
Other crops
Tillable pasture
Idle
Total Tillable Acres
Rented
109
15
Owned
238
52
11
54
~
--5.
ll2.
417
129
546
~*
210
99
18
301
66
45
7
45
29
62
347
Owned
Rented
IQUl
347
67
.l21.
Farms
53
47
9
53
17
3
1
9
15
My Farm
---
Prgd/Acre
2.57 tn DM
16.58 tn
5.38 tn DM
1.21 tn OM
3.34 tn DM
106.52 bu
70.76 bu
50.00 bu
Acres
-----
-----
Prod/Acre
tn DM
tn
tn DM
- - - tn DM
- - - tn DM
bu
bu
bu
-----
---
*This column represents the average acreage for the farms producing that crop.
Average acreages including those farms not producing were hay crop 206, corn
silage 86, corn grain 21, oats 2, tillable pasture 8, and idle 13.
Average crop acres and yields compiled for the region are for the farms
reporting each crop. Yields of forage crops have been converted to tons of dry
matter using dry matter coefficients reported by the farmers. Grain production
has been converted to bushels of dry grain equivalent based on dry matter
information provided.
The following crop/dairy ratios indicate the relationship between forage
production, forage production resources, and the dairy herd.
CROP/DA:IRY RAT:IOS
--
54 Northern New York Dairy Farms, 1994
Item
Total tillable acres per cow
Total forage acres per cow
Harvested forage dry matter, tons per cow
Average
2.96
2.52
8.44
My Farm
17
Cropping Analy.i. (continued)
A number of cooperators have allocated crop expenses among the hay crop,
corn, and other crops produced. Fertilizer and lime, seeds and plants, and spray
and other crop expenses have been computed per acre and per production unit for
hay and corn. Additional expense items such as fuels, labor, and machinery
repairs are not included. Rotational grazing was used on five farms in the
region.
CROP RELATED ACCRUAL BXPENSES
Northern New York Dairy Farms Reporting, 1994
Total
Per
Till.
Acre
Item
No. of farms
reporting
Ave. number
of acres
Fert./lime
Seeds/plants
Spray/other
crop expo
TOTAL
All
Corn
Per
Acre
54
15
347
$18.40
12.42
128
$29.33
20.40
Corn
Silage
Per
Ton DM
Corn
Grain
Per Dry
Sh.Bu.
Hay CrQQ
Per
Per
Acre
Ton DM
Pasture
Per
Per
Till.
Total
Acre
Acre
15
$5.18
3.60
$.28
.19
3
212
$11. 22 $3.94
7.56
2.65
50
$14.65
1.99
208
$3.55
.48
0.00
$16.64
$4.03
~
.li.....li
~
~
~
$44.44
$86.48
$15.27
$.82
$19.64
$
__
$---
$---
$---
$-- $--
$--
$­
$
__
$---
$---
$---
$-- $--
$--
$-­
----a..l.Q.
$6.89
.Q.....Q..Q.
MY Farm:
Fert./lime
Seeds/plants
Spray/other
crop expo
TOTAL
Most machinery costs are associated with crop
analyzed with the crop enterprise. Total machinery
fixed costs (interest and depreciation), as well as
Although machinery costs have not been allocated to
shown below per total tillable acre.
production and should be
expenses include the major
the accrual operating costs.
individual crops, they are
ACCRUAL KACH:INERY BXPENSES
54 Northern New York Dairy Farms, 1994
Machinery
Expense Item
Ayeraqe
Total
Per Till.
Expenses
Acre
Fuel, oil & grease
Machinery repairs & parts
Machine hire, rent & lease
Auto expense (farm share)
Interest (5%)
Depreciation
Total
$6,637
17,365
4,330
791
7,351
16,721
$53,196
$19.13
50.04
12.48
2.28
21.18
48.19
$153.30
My Farm
Total
Expenses
Per Till.
Acre
$
$
$
$
18
Dairy Analyah
Analysis of the dairy enterprise can reveal a great deal about the strengths
and weaknesses of the dairy farm business. Information on this page should be
used in conjunction with DHI and other dairy production information. Changes in
dairy herd size and market values that occur during the year are identified in the
table below. The change in inventory value without appreciation is attributed to
physical changes in herd size and quality. Any change in inventory is included as
an accrual farm receipt when calculating all of the profitability measures on
pages 6 and 7.
DAIRY HERD INVENTORY
54 Northern New York Dairy Farms, 1994
Dairy Cows
No.
Item
Beg. year (owned)
+ Change w/o apprec.
+ Appreciation
117
End year (owned)
End incl. leased
Average number
119
119
117
Value
Heifers
Open
Value
No.
Calves
No.
Value
$27,969
2,749
244
32
31
$8,535
366
112
$30,962
33
32
$9,013
Bred
No. Value
$118,574
2,775
1,043
31
$122,392
34
$16,963
2,219
13
$19,195
97(all age groups)
My Farm:
Beg. of year (owned)
_
$--
$--
$-­
$-­
$--
$--
$-­
$-­
+ Change w/o apprec.
+ Appreciation
End of year (owned)
End inclUding leased
Average number
_____ (all age groups)
Total milk sold and milk sold per cow are extremely valuable measures of
size and productivity, respectively, on the dairy farm. These measures of milk
output are based on pounds of milk marketed during the year. Farm managers on DHI
should compare milk sold per cow with their rolling herd' average on the test date
nearest December 31 to see how close the DHI estimate of milk produced is to
actual milk sales.
KILlt PRODUCTION
54 Northern New York Dairy Farms, 1994
Item
Total milk sold, lbs.
Milk sold per cow, lbs.
Average milk plant test, percent butterfat
Average
2,274,984
19,429
3.63
My Farm
19
The CQst Qf prQducing milk has been cQmpiled using the whQle farm methQd and is
featured in the fQIIQwing table. Accrual receipts frQm milk sales can be cQmpared
with the accrual CQsts Qf prQducing milk per CQW and per hundredweight Qf milk.
Using the whQle farm method, Qperating CQsts Qf prQducing milk are estimated by
deducting nQnmilk accrual receipts frQm tQtal accrual Qperating expenses including
expansiQn livestQck purchased. Purchased inputs CQst Qf prQducing milk are the
Qperating CQsts plus depreciatiQn. TQtal CQsts Qf prQducing milk include the
Qperating CQsts Qf prQducing milk plus depreciatiQn on machinery and buildings,
the value of unpaid family labor, the value of operators' labor and management,
and the interest charge for using equity capital.
ACCRUAL UCBIPTS PROK DAIRY, COSTS OP PRODUCIHG KILIt,
AND PROPITABILITY
54 NQrthern New YQrk Dairy Farms, 1994
Item
TQtal
Accrual CQsts of
producing Milk
Operating costs $223,447
Purchased inputs
CQsts
$250,753
TQta1 CQsts
$313,184
Accrual Receipts
From Milk
$300,232
Net Farm IncQme
withQut Apprec. $49,480
Net Farm Income
$62,175
with Apprec.
Average
Per CQW
My Farm
Per CQW
TQtal
Per CWt.
Per Cwt.
$1,908
$9.82
$
$
$
$2,141
$2,675
$11. 02
$13.77
$
$
$
$
$
$
$2,564
$13.20
$
$
$
$423
$2.17
$
$
$
$531
$2.73
$
$
$
The accrual Qperating expenses mQst commQnly assQciated with the dairy
enterprise are listed in the table belQw. Evaluating these CQsts per unit Qf
prQductiQn enables an evaluation Qf the dairy enterprise.
DAIRY RELATED ACCRUAL EXPENSES
54 NQrthern New YQrk Dairy Farms, 1994
Average
Item
Purchased dairy grain
& CQncentrates
Purchased dairy rQughage
TQtal Purchased
Dairy Feed
Purchased grain & conc.
as % Qf milk receipts
Purchased feed & crQp expo
purchased feed & crQp expo
as % Qf milk receipts
Breeding
Veterinary & medicine
Milk marketing
Cattle lease
Other livestock expense
Mv
Farm
Per Cow
Per Cwt.
$751
15
$3.87
.08
$
$
$766
$3.95
$
$
$4.62
$
$.16
.36
.51
.01
.72
$
Per Cow
29%
$897
35%
$32
71
99
1
141
Per Cwt.
- -%
$
- -%
$
-
20
Capital and T"hor Efficiency Analyai.
Capital efficiency factors measure how intensively the capital is being used
in the farm business. Measures of labor efficiency are key indicators of
management's success in generating products per unit of labor input.
t.
CAPITAL EFFICIENCY
54 Northern New York Dairy Farms, 1994
Item
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
Per
Worker
$218,616
Per
Cow
$6,021
$2,472
$1,293
.50
$46,960
Per Tillable
Acre
$2,032
Per Ti llable
Acre Owned
$2,963
$1,216
$436
My Farm:
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
$----
$---­
$---­
$---­
LABOR FORCE IHVINTORY AND ANALYSIS
Labor Force
Operator number 1
Operator number 2
Operator number 3
Family paid
Family unpaid
Hired
Total
54 Northern New York Dairy Farms, 1994
Years
Age
Months
of Educ.
11. 71
46
14
4.26
39
13
1.19
14
36
2.92
2.54
li......Q.a
38.70
M:l Farm: Total
Labor
Efficiencv
Labor Costs
value of operator(s)
labor ($1,450/mo.)
Family unpaid
( $1 , 450 /mo . )
Hired
Total Labor
Machinery Cost
Total Labor & Mach.
/ 12 = 3.23 Worker Equivalent
1.43 Operator/Manager Equiv.
/ 12 =
/ 12 =
Ayerage
Total
Per Worker
Operator's
Cows, average number
Milk sold, pounds
Tillable acres
Work units
Value of
Labor & Mgmt.
$25,642
8,613
2,219
117
36
2,274,984
705,347
347
108
1,229
381
Ayerage
Per
Per
Total
Cow
CWt.
$24,882
$212
$1.09
3,683
35,095
$63,660
$53,196
$116,856
31
.lQ.Q
$544
$454
$998
.16
Worker Equivalent
Operator/Manager Equiv.
My Farm
Total
Per Worker
Total
My Farm
Per
Cow
Per
Cwt.
$---
$---
$--­
$--­
$--­
$
$--­
$--­
$
$--­
$--­
$
L..5.i
$2.80
$2.34
$5.14
-
21
COKPARATIVB ANALYSIS OP TIm PAlUI BUSINESS
Progrell of the FArm Bu.ine.,
Comparing your business with average data from regional DFBS cooperators
that participated in both of the last two years can be helpful to establishing
your goals for these parameters.
It is equally important for you to determine the
progress your business has made over the past two or three years, to compare this
progress to your goals, and to set goals for the future.
PROGRESS OP TIm PAlUI BUSINESS
Same 41 Northern New York Dairy Farms, 1993 & 1994
Selected Factors
Ayerage of 41 Farms*
1993
1994
Size of Business
Average number of cows
92
95
77
Average number of heifers
81
1,709,497 1,804,852
Milk sold, lbs.
3.00
2.89
Worker equivalent
Total tillable acres
300
313
Rates of Production
Milk sold per cow, 1bs.
18,518
18,930
2.73
2.71
Hay DM per acre, tons
Corn silage per acre, tons
14
16
Labor Efficiency
Cows per worker
31
33
Milk sold/worker, lbs.
569,149
625,165
Cost Control
Grain & conc. purchased
29%
as % of milk sales
28%
Dairy feed & crop expo
$4.56
per cwt. milk
$4.38
$1,044
Labor & mach. costs/cow
$1,053
Operating cost of producing
$9.89
cwt. of milk
$9.71
capital Efficiency**
$6,520
$6,361
Farm capital per cow
$1,420
$1,405
Mach. & equip. per cow
.43
.47
Asset turnover ratio
Profitability
$33,021
$37,189
Net farm inc. w/o apprec.
$42,646
$48,336
Net farm inc. w/apprec.
Labor & mgt. income
$6,005
$9,596
per oper./manager
Rate of return on eg.
capital w/apprec.
2.1%
3.2%
Rate of return on all
3.6%
4.5%
capital w/apprec.
Financial Summary
Farm net worth, end year
$403,350 $401,757
.34
Debt to asset ratio
.35
$2,239
$2,228
Farm debt per cow
*Farms participating both years.
**Average for the year.
My Farm
1993
1994
%
Goal
%
---_%
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
%
%
%
%
%
%
$
$
$
$
$
$
22
Begional ra rm BUlinel1 Chart
The Farm Business Chart is a tool which can be used in analyzing your business.
Compare your business by drawing a line through or near the figure in each column which
represents your current level of performance. The five figures in each column represent
the average of each 20 percent or quintile of farms included in the regional summary. Use
this information to identify business areas where more challenging goals are needed.
";
PARK BUSINESS CHART POR PARK KANAGBKENT COOPERATORS
54 Northern New York Region Dairy Farms, 1994
Rate of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop
Silage
Per Acre
Per Cow
DM/Acre
Size of Business
Pounds
Worker
No.
Equivof
Milk
alent
Cows
Sold
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11) *
(11)
(11)
(10)
(9 )
(9)
(11 )
6.00
3.58
2.72
2.19
1.48
250
125
93
65
46
5,107,416
2,403,168
1,751,446
1,162,436
818,003
23,072
20,666
18,838
17,102
14,513
4.3
3.0
2.4
2.0
1.5
21
18
16
14
11
52
39
34
28
23
1,005,818
744,742
641,060
525,591
402,542
Feed & Crop
Expenses
Per Cow
Feed & Crop
Expenses Per
cwt. Milk
(10)
(10)
Grain
Brought
Per Cow
% Grain is
of Milk
Receipts
(10)
(10 )
$476
607
703
831
990
20%
26
30
33
38
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs per Cow
Value and Cost of production
Oper. Cost Total Cost
Milk
Milk
Production
Receipts
Per CWt.
Per Cow
Per cwt.
(10)
(10)
(10)
$3,044
2,704
2,463
2,259
1,900
$7.71
9.05
9.68
10.03
11. 76
$12.25
13.08
14.05
14.96
17.07
(11)
(11)
$277
346
423
501
685
$723
886
981
1,129
1,329
Net Farm
Income
w/Apprec.
(3 )
$146,036
74,720
53,058
28,672
3,017
$627
747
846
991
1,157
Profitability
Net Farm
Inc. w/o
Apprec.
$3.55
4.27
4.58
4.92
5.85
Labor &
Mgt. Inc.
Per Oper.
Change in
Net Worth
w/Apprec.
(3 )
(6 )
(3 )
$118,095
64,847
41,499
22,101
-3,997
(11 )
$65,869
25,520
13,349
1,097
-17,539
*Page number of the participant's DFBS where the factor is located.
$89,088
37,063
21,661
9,170
-28,236
-
23
Hew York Stat. PArm Busin.s. ChArt.
The Farm Business Chart is a tool which can be used in analyzing a business
by drawing a line through the figure in each column which represents the current
level of management performance. The figure at the top of each column is the
average of the top 10 percent of the 343 farms for that factor. The other figures
in each column are the average for the second 10 percent, third 10 percent, etc.
Each column of the chart is independent of the others. The farms which are in the
top 10 percent for one factor would nQt necessarily be the same farms which make
up the top 10 percent for any other factor.
The cost control factors are ranked from low to high, but the lowest cost is
not necessarily the most profitable.
In some cases, the "best" management
position is somewhere near the middle or average. Many things affect the level of
costs, and must be taken into account when analyzing the factors.
PAIUI BOSIUESS CHART POR PAIUI IlAUAGE:IIENT COOPERATORS
343 New York Dairy Farms, 1993
Size of Business
Worker
Pounds
No.
EquivMilk
of
Sold
alent
Cows
(11) *
(11)
(11)
10.7
5.2
4.0
3.4
3.0
462
179
138
114
96
9,210,867
3,493,545
2,565,387
2,073,209
1,728,227
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop
Silage
Per Cow
OM/Acre
Per Acre
(9 )
(9 )
(10)
22,475
21,010
20,106
19,397
18,760
4.9
3.8
3.3
3.0
2.7
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
(11)
21
18
17
16
15
50
43
38
35
33
963,128
804,714
709,611
642,389
599,692
------------------------------------------------------------------------------------------------------------.-------------------------------------------­
2.6
2.4
2.1
1.8
1.4
Grain
Bought
Per Cow
(10)
80
68
60
50
38
1,451,335
1,226,267
1,040,531
826,069
598,906
% Grain is
of Milk
Receipts
(10)
17 ,998
2.4
15
31
17,311
2.2
13
28
16,476
12
1.9
26
15,121
1.7
10
24
13,045
1.1
8
20
Cost Control
Machinery
Labor &
Feed & Crop
Costs
Machinery
Expenses
Per Cow
Per
Costs
Cow
Per Cow
(11)
(11)
(10)
557,105
499,590
456,139
415,686
327,680
Feed & Crop
Expenses per
cwt. Milk
(10 )
$368
506
569
612
656
16
22
25
27
28
$246
323
365
399
428
$684
822
888
948
1,009
$523
642
700
761
819
701
750
795
30
31
33
462
499
533
1,061
1,114
872
915
4.75
4.93
1,178
963
5.19
a6~
:;5
5§'i
1,243
1,043
5.49
1,000
40
766
1,482
1,202
6.21
*Page number of the participant's DFBS where the factor is located.
$3.14
3.78
4.10
4.37
4.55
­
24
I'AlUI BOSIDSS CHART I'OR
I'AlUI KAHAGJDmN'l' CooPBRATORS
3~3 II• • York Dairy I'axma. 1993
Milk
Receipts
Per Cow
(10)
Oper. Cost
Milk
Per Cow
(10)
Milk
Receipts
Per CWt.
(10)
Oper. Cost
Milk
Per CWt.
(10)
Total Cost
Production
Per Cow
(10)
Total Cost
Production
Per Cwt.
(10)
$2,976
2,761
2,637
2,531
2,439
$14.08
13.64
13.40
13.17
13.06
$1,139
1,398
1,546
1,668
1,773
$7.14
8.36
8.87
9.33
9.72
$1,961
2,247
2,409
2,520
2,631
$11. 84
12.90
13.50
13.95
14.36
2,363
2,255
2,126
1,985
1,698
12.95
12.87
12.75
12.60
12.27
1,882
1,992
2,107
2,237
2,568
10.17
10.58
11.05
11.80
13.90
2,736
2,829
2,940
3,073
3,577
14.85
15.27
15.96
16.92
19.81
Profitability
Net Farm Income
Without Appreciation
Per
As % of Total
Cow
Accrual Receipts
Total
(3 )
(3)
(3)
$192,832
77,826
55,227
42,463
32,415
$940
652
521
436
370
31%
22
18
16
14
25,580
19,375
12,786
1,493
-26,148
303
232
154
19
-377
Return to Operator's
Labor, Management
& Equity Capital
Without Apprec.
(3 )
11
8
6
1
-16
Labor &
Management Income
Per
Per
Farm
Operator
(3 )
(3 )
$191,192
75,244
51,356
39,250
29,500
$124,134
43,729
26,801
15,841
8,538
$85,449
27,233
16,175
11,141
6,547
21,117
14,467
7,783
-3,421
-30,572
980
-5,165
-11,741
-21,147
-56,479
723
-4,119
-9,895
-19,125
-49,025
Farm Business Charts for farms with freestall barns and 180 cows or less and
more than 180 cows, and farms with conventional barns with 60 cows or less and
more than 60 cows are shown on pages 28-31.
Pinancial Analysi. Chart
The farm financial analysis chart on page 25 is designed just like the Farm
Business Chart and may be used to assess the financial health of the farm
business. Most of the financial measures used in the chart are defined on pages
6, 10, 14 and 20 of this publication. References to DFBS output page numbers for
participating dairy farmers are provided in the table headings.
>
..
,.1__........
•.•
: __
-
_
25
PIBABCXAL UlAYLBI8 CDR-T
Planned Debt
Payments
Per Cow
(8)
*
343 Mew York Dairy Par.m., 1993
Liquidity (repayment)
Available for
Cash Flow
Debt Payments
Debt Service
Coverage
as Percent
Per Cow
Ratio
of Milk Sales
(12)
(8)
(8)
$44
217
295
358
414
458
512
581
674
935
Leverge
Ratio**
-0.11
0.11
0.22
0.33
0.41
0.55
0.70
0.86
1.17
3.07
Asset
Turnover
(ratio)
(11)
3.03
1.46
1.21
1.06
0.93
0.81
0.70
0.59
0.37
-0.77
$855
606
522
450
407
359
308
256
170
-52
Solvency
Debt/Asset Ratio
Percent
Current &
Long
Intermediate
Term
Equity
(5 )
(5 )
(5)
98%
90
82
75
70
64
58
53
46
30
0.03
0.10
0.17
0.23
0.29
0.35
0.41
0.46
0.56
0.78
0.00
0.00
0.01
0.12
0.23
0.33
0.43
0.54
0.67
0.94
Efficiency (Capital)
Real Estate
Machinery
Investment
Investment
Per Cow
Per Cow
(11 )
(11 )
6%
10
13
15
18
20
22
25
29
41
Debt
Per Cow
(5 )
$122
734
1,211
1,611
1,979
2,335
2,657
3,005
3,510
4,601
Prof itabil i ty
Percent Rate of Return with
appreciation on:
Equity
Investment ..•
(3 )
(3 )
16%
9
6
4
2
0
-1
-4
-7
-30
Total Farm
Assets
Per Cow
(11 )
12%
8
6
5
3
2
1
-1
-2
-8
Change in
Net Worth
w/Appreciation
(11 )
.70
$1,308
$555
$4,257
$140,006
.56
1,935
765
5,051
53,236
5,643
.51
2,251
889
34,723
.47
2,562
1,039
6,137
24,685
6,527
.43
2,849
1,175
15,292
6,950
.40
3,190
1,303
9,229
7,422
4,779
.37
3,538
1,505
.34
4,034
1,750
8,155
-210
8,908
.31
4,617
2,043
-9,542
.23
6,511
2,678
11,227
-52,027
*Page number of the participant's DFBS where the factor is located.
**Dollars of debt per dollar of equity, computed by dividing total liabilities by
total equity.
***Return on all farm capital (no deduction for interest paid) divided by total
farm assets.
26
Cgmpari.on by Type of Barn and Herd Size
When analyzing a dairy farm business by comparing it to a group of farms, it
is important that the group of farms have used as many of the same physical
characteristics as possible as the farm being analyzed. To assist in this
endeavor, dairy farms in the summary have been divided into those with freestall
and those with conventional housing. Conventional housing includes stanchion and
tiestall barns. Within each group, is a further classification by size of the
dairy herd.
The table of page 27 includes the average values for the resulting four
groups of dairy farms. The average size of farms in the four groups ranges from
48 cows on the small conventional farms to 386 cows on the large freestall farms.
The large freestall farms averaged the highest milk output per cow and per
worker, the lowest total costs of production and investment per cow, and the
greatest returns to labor, management and capital. The small freestall farms
showed average profits somewhat higher than the large conventional farm
businesses.
Farm business charts have been computed for each of the four housing and
herd size categories and are on pages 28-31. By comparing the farm's performance
on the most appropriate business chart, a farm manager will be better able to
evaluate his or her business performance.
Herd Size Cgmpari.QU'
A detailed comparison of profitability, financial situation and business
analysis factors across herd sizes is contained on pages 42-51 of the 1993 State
Summary*. As herd size increases, the average profitability generally increases
(pages 44-45). Net farm income without appreciation was $195,640 per farm for the
300 or more herd size group and $6,328 per farm for those with less than 40 cows.
This relationship generally holds for all measures of profitability inclUding rate
of return on capital. However, the 85 to 99 herd size group showed a lower rate
of return on capital in 1993 than the farms with 70 to 84 cows.
Farm net worth increases rapidly as herd size increases (pages 46-49)*, even
though percent equity was higher on the smaller farms. The group with more than
300 cows demonstrated the strongest ability to make debt payments.
Crop yields showed little relationship to herd size, but fertilizer and lime
expenses, and machinery cost per tillable acre generally increased as herd size
increased (pages 50-51)*. The farms with 300 and more cows per farm averaged 18
percent more milk sold per cow than the smallest farms. All of the groups with 85
or more cows averaged well above 18,000 pounds of milk sold per cow while the
farms smaller than 85 cows averaged 17,380 pounds of milk sold per cow. Farm
capital per worker increased, and farm capital per cow decreased as herd size
increased. Milk sold per worker increased dramatically as herd size increased,
ranging from 366,798 pounds at the lowest herd size category up to 898,758 pounds
at the largest size category.
*Smith, Stuart F., Wayne A. Knoblauch, and Linda D. Putnam, Dairy Farm Managment
Business Summary, New York, 1993, Department of Agricultural, Resource, and
Managerial Economics, Cornell University, R.B. 94-07, September 1994.
....
27
SBLBCTBD BUSIHBSS FACTORS BY 'l'YPI: OF BA1U1'
Farms with:
Item
um
318 New York Dairy Farms, 1993
Conyentional
<=60 Cows
>60 Cows
Number of farms
cropping Program Analysis
Total Tillable acres
Tillable acres rented*
Hay crop acres*
Corn silage acres*
Hay crop, tons OM/acre
Corn silage, tons/acre
Oats, bushels/acre
Forage OM per cow, tons
Tillable acres/cow
Fert. & lime exp./til. acre
Total machinery costs
Machinery cost/tillable acre
Dairy Analysis
Number of cows
Number of heifers
Milk sold, lbs.
Milk sold/cow, lbs.
Operating cost of prod. milk/cwt.
Total cost of prod. milk/cwt.
Price/cwt. milk sold
Purchased dairy feed/cow
Purchased dairy feed/cwt. milk
Purchased grain & conc. as
% of milk receipts
Purc. feed & crop exp./cwt. milk
Capital Efficiency
Farm capital/worker
Farm capital/cow
Farm capital/til. acre owned
Real estate/cow
Machinery investment/cow
Asset turnover ratio
Labor Efficiency
Worker equivalent
operator/manager equivalent
Milk sold/worker, Ibs.
Cows/worker
Labor cost/cow
Labor cost/tillable acre
BERD SIZI:
Freestall
<=180 Cows >180 Cows
89
86
95
152
50
102
28
2.1
12.9
95.5
7.0
3.2
$17.34
$21,915
$144
270
91
166
51
2.5
14.1
57.5
7.9
3.2
$21. 46
$37,677
$140
378
157
189
90
2.7
14.3
71.0
8.1
3.3
$22.04
$57,748
$153
48
37
816,340
17 ,164
$10.26
$16.38
$12.98
$705
$4.11
85
69
1,533,621
17 , 969
$10.01
$14.63
$13 .01
$685
$3.81
116
96
2,182,035
18,770
$10.07
$14.31
$13.17
$684
$3.65
30%
$4.78
29%
$4.58
27%
$4.51
48
798
325
332
313
3.1
15.8
60.0
7.0
2.1
$31.72
$145,560
$182
386
280
7,617,959
19,727
$10.37
$13 .08
$13.23
$768
$3.89
29%
$4.61
$197,229
$7,591
3,542
$3,835
$1,498
0.35
$209,788
$7,034
3,371
$3,254
$1,378
0.39
$236,729
$6,948
$3,656
$3,069
$1,363
0.44
$246,514
$5,673
$4,632
$2,539
$867
0.56
1.83
1.16
445,590
26
$633
$198
2.86
1.46
536,209
30
$575
$182
3.41
1.51
639,227
34
$548
$169
8.89
1. 69
857,074
43
$562
$272
Profitability & Balance Sheet Analysis
Net farm income (w/o apprec.)
$11,606
$29,193
Labor & mgmt. income/operator
$-4,625
$2,921
Return on all capital w/apprec.
-0.5%
2.6%
Farm debt/cow
$2,280
$2,039
Percent equity
69%
71%
*Average of all farms, not only those reporting data.
$40,576
$6,744
3.9%
$2,298
66%
$132,377
$38,811
7.7%
$2,362
85%
-
28
PABK BOSIN1i:SS CHART POR SKALL CONVEN'l'IONAL STALL DAIRY PARKS
89 Conventional Stall Dairy Farms with 60 or Less Cows, New York, 1993
Size of Business
Worker
No.
Pounds
Equivof
Milk
Cows
Sold
alent
(11) *
(11)
(11)
2.8
2.3
2.1
2.0
1.9
60
58
56
53
49
1,212,080
1,064,987
948,553
878,192
834,515
Rates of Production
Tons Corn
Pounds
Tons
Milk Sold Hay Crop
Silage
Per Cow
OM/Acre
Per Acre
(10)
(9 )
(9 )
21,711
20,121
18,929
18,297
17,622
4.4
3.1
2.7
2.4
2.2
21
17
15
15
14
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker Per Worker
(11)
(11)
42
34
31
29
27
684,109
606,087
545,106
491, 677
455,896
-----------------------------------------------------------------------------------------------------------------------------------------------------
1.7
1.5
1.5
1.3
1.1
Grain
Bought
Per Cow
(10)
$388
501
562
593
620
662
708
755
833
1,058
46
43
41
37
30
773,615
695,797
661,816
596,911
457,003
% Grain is
of Milk
Receipts
(10)
19%
24
26
27
29
30
32
34
37
42
16,974
2.0
15,866
1.8
14,962
1.6
14,182
1.3
12,147
1.0
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
(11)
(11)
13
12
11
9
6
25
24
23
21
16
436,105
410,769
367,001
327,041
268,937
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$236
305
356
402
427
$675
859
942
1,021
1,060
$509
607
661
703
761
$3.23
3.88
4.13
4.32
4.52
454
500
546
608
810
1,115
1,164
1,232
1,337
1,645
800
861
928
1,023
1,282
4.78
5.06
5.34
5.67
6.57
Value and Cost of Production
Dper. Cost
Total Cost
Milk
production
Receipts
Milk
Per Cwt.
Per Cow
Per CWt.
(10)
(10)
(10)
Profitability
Net Farm Income
Labor &
Without Appreciation
Mgmt. Inc.
Per Cow
Per Dper.
Total
(3 )
(3 )
(3 )
Change in
New Worth
w/Apprec.
(6)
$2,877
2,627
2,464
2,379
2,263
$7.23
8.23
8.76
9.05
9.35
$12.91
13.96
14.76
15.10
15.69
$40,922
30,984
24,240
20,806
17 , 349
$839
635
502
427
372
$20,186
10,285
6,446
3,582
581
$55,216
22,000
14,486
10,246
6,959
2,171
2,041
1,951
1,830
1,058
9.78
10.57
11.47
12.85
15.56
16.38
16.87
17.63
18.99
23.73
13,210
7,460
190
-8,025
-35,523
290
171
-1
-168
-821
-3,052
-9,308
-14,096
-23,601
-56,378
4,300
1,323
-2,420
-7,799
-21, 844
*Page number of the participant's OFBS where the factor is located.
-
29
PARK BUSINESS CHART FOR LARGE COHVENTIOHAL STALL DAIRY J'ARKS
86 Conventional Stall Dairy Farms with More Than 60 Cows, New York, 1993
Size
Worker
Equivalent
(11) *
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop
Silage
Per Cow
OM/Acre
Per Acre
(10)
(9 )
(9)
of Business
No.
Pounds
of
Milk
Cows
Sold
(11 )
(11 )
4.7
3.7
3.2
3.0
2.7
144
106
91
84
80
2,719,201
1,916,656
1,687,647
1,560,310
1,431,819
2.5
2.4
2.3
2.0
1.8
74
71
68
65
62
1,360,480
1,270,716
1,176,700
1,103,896
924,485
Grain
Bought
Per Cow
(10)
$278
480
552
603
643
681
737
789
858
990
% Grain is
of Milk
Receipts
(10)
14%
20
24
27
29
30
31
33
34
40
22,035
20,507
19,540
19,079
18,203
5.1
3.7
3.2
3.0
2.6
17 , 652
2.4
17,204
2.1
16,356
1.9
15,033
1.6
12,690
1.2
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
(11)
(11 )
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11 )
(11 )
21
18
16
16
15
44
37
34
32
31
771,502
648,458
609,112
582,040
559,614
14
13
12
11
8
29
27
25
23
21
523,110
477,984
447,489
422,245
355,438
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
cwt. Milk
(10 )
$231
311
357
389
417
$678
822
886
946
974
$461
607
683
711
783
$3.02
3.62
3.88
4.19
4.56
453
490
518
563
717
1, 034
844
889
948
1,035
1,136
4.70
4.84
4.99
5.34
5.99
Value and Cost of Production
Total Cost
Oper. Cost
Milk
Receipts
Milk
Production
Per Cwt.
Per Cow
Per Cwt.
(10)
(10)
(10)
1,088
1,174
1,209
1,381
Profitability
Net Farm Income
Labor &
Without Appreciation Mgrnt. Inc.
Total
Per Cow
Per Oper.
(3 )
(3 )
(3 )
$2,868
2,687
2,578
2,470
2,389
$6.68
8.24
8.68
9.17
9.73
$12.35
13 .10
13.73
14 .18
14.45
$82,324
53,888
45,966
35,632
30,858
$923
635
529
452
361
2,308
2,193
2,080
1,971
1,637
10.25
10.63
10.90
11. 70
12.92
14.77
15.10
15.49
16.58
18.05
23,307
17,058
9,660
-36
-18,775
284
204
131
2
-256
$31,899
18,147
13,273
9,585
4,417
-2,041
-6,936
-12,907
-20,766
-45,216
*Page number of the participant's DFBS where the factor is located.
Change in
New Worth
w/Apprec.
(6 )
$63,923
39,116
23,274
13,292
9,085
5,798
1,717
-5,447
-20,823
-45,873
30
PARK aUSINBSS CHART POR SKALL PREESTALL DAIRY P.AIU(S
95 Freestall Barn Dairy Farms with 180 or Less Cows, New York, 1993
Size
Worker
Equiv­
alent
(11) *
of Business
No.
Pounds
Milk
of
Cows
Sold
(11 )
(11)
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop
Silage
Per Cow
OM/Acre
Per Acre
(10)
(9)
(9)
5.8
4.6
3.9
3.6
3.4
168
150
137
126
117
3,559,901
2,938,553
2,588,880
2,333,571
2,147,365
3.1
2.9
2.6
2.2
1.7
110
101
95
83
63
1,992,534
1,805,227
1,656,006
1,441,095
1,061,874
Grain
Bought
Per Cow
(10)
$346
483
561
580
624
658
699
770
877
985
% Grain is
of Milk
Receipts
(10)
15%
20
23
24
26
28
29
31
34
39
23,024
21,379
20,130
19,698
19,141
4.6
3.8
3.3
3.0
2.8
18,494
2.5
17 , 484
2.2
16,764
2.0
15,611
1.8
13,252
1.0
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
(11 )
(11 )
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker Per Worker
(11 )
(11 )
20
18
17
16
15
51
46
41
38
36
951,201
826,524
774,998
717,679
665,532
15
14
12
10
9
33
31
28
26
24
617,331
580,615
514,799
477,497
398,276
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10 )
$274
354
391
426
459
$671
809
874
927
1,001
$522
631
714
761
794
$2.95
3.54
3.92
4.19
4.40
497
521
578
677
805
1,065
1,114
1,170
1,263
1,505
853
900
962
1,031
1,171
4.54
4.81
5.20
5.51
6.08
Value and Cost of Production
Oper. Cost
Total Cost
Milk
Production
Receipts
Milk
Per Cwt.
Per cwt.
Per Cow
(10 )
(10 )
(10 )
Profitability
Net Farm Income
Labor &
Without Appreciation Mgrnt. Inc.
Per Oper.
Total
Per Cow
(3 )
(3 )
(3 )
$3,039
2,784
2,660
2,580
2,475
$6.96
8.23
8.83
9.27
9.53
$11. 77
12.78
13.33
13.54
13.99
$116,153
72,642
60,299
49,765
38,264
$950
633
505
424
356
$48,320
27,441
17,082
13,070
8,275
2,391
2,322
2,234
2,077
1,763
9.93
10.33
11.01
11.64
13.50
14.29
14.88
15.54
16.23
17.65
30,101
23,187
17 ,420
9,753
-26,664
301
219
172
91
-220
244
-4,248
-8,965
-18,782
-42,358
*Page number of the participant's DFBS where the factor is located.
Change in
New Worth
w/Apprec.
(6)
$97,010
56,522
43,864
31,882
25,860
16,948
9,113
3,416
-9,918
-57,440
-
31
rAlUl auSIHKSS CHART POR LARGJI: PRBBSTALL DAIRY I'ARKS
48 Freestall Barn Dairy Farms with More Than 180 Cows, New York, 1993
size of Business
Worker
No.
Pounds
EquivMilk
of
alent
Cows
Sold
(11 )
(11) *
(11 )
23.2
12.4
9.9
8.6
7.6
...
1,174
551
396
345
281
Rates of Production
Pounds
Tons
Tons Corn
Silage
Milk Sold Hay Crop
Per Cow
DM/Acre
Per Acre
(9 )
(9 )
(10)
22,666
21,710
21,163
20,841
20,176
22,553,675
11,544,889
8,275,051
6,907,353
5,711,010
5.0
4.4
3.8
3.6
3.2
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker Per Worker
(11 )
(11)
20
18
18
17
16
58
49
47
45
43
1,090,785
1,030,797
941,981
881, 114
853,879
--------------------------------------------------- ...----------------------------------------------------------------- ... _---------- ..-------------------­
6.2
5.8
5.1
4.7
3.8
Grain
Bought
Per Cow
(10)
$481
577
689
737
761
774
788
824
874
949
239
220
201
189
185
4,738,923
4,226,435
3,869,202
3,580,283
3,052,051
% Grain is
of Milk
Receipts
(10)
19%
24
26
27
29
30
31
32
33
36
19,325
2.8
18,835
2.5
17,652
2.3
17,091
2.0
15,598
1.6
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
(11 )
(11 )
40
38
36
33
29
15
14
13
11
10
801,184
753,126
675,313
644,525
511,771
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$231
286
329
352
373
$661
764
819
886
922
$653
756
852
885
916
$3.41
4.05
4.35
4.51
4.70
391
429
471
515
612
959
1,016
1,073
1,163
1,239
927
956
999
1,079
1,216
4.89
4.98
5.11
5.34
5.91
Value and Cost of Production
Oper. Cost
Total Cost
Milk
Production
Receipts
Milk
Per cwt.
Per Cwt.
Per Cow
(10)
(10)
(10)
Profitability
Net Farm Income
Labor &
Without Appreciation Mgrnt. Inc.
Total
Per Cow
Per Oper.
(3 )
(3 )
(3 )
Change in
New Worth
w/Apprec.
(6 )
$3,113
2,903
2,799
2,715
2,621
$7.65
9.18
9.76
10.15
10.36
$11.22
11.82
12.26
12.75
13.18
$418,400
225,831
189,019
145,176
113,549
$886
610
452
368
325
$250,416
75,579
63,248
50,347
34,098
$328,392
150,558
101,419
76,913
49,307
2,546
2,484
2,399
2,263
2,121
10.56
10.79
11.08
11.41
12.40
13 .54
13 .95
1'4.22
14.77
16.10
79,606
56,282
42,209
26,860
-25,950
288
236
195
119
-84
19,490
8,196
-1,094
-13,372
-74,673
31,606
20,355
6,657
-5,039
-131,065
*Page number of the participant's DFBS where the factor is located.
32
IDENTIPY AND SET GOALS
If businesses are to be successful, they must have direction. Written goals
help provide businesses with an identifiable direction over both the long and
short term. Goal setting is as important on a dairy farm as it is in other
businesses. Written goals are a tool which farm operators can use to ensure that
the business continues to move in the proper direction. Goals should be SMART:
l. Goals should be Specific.
2. Goals should be Measurable.
3. Goals should be Achievable but challenging.
4. Goals should be Rewarding.
s.
Goals should designate a
~
when each goal will be achieved.
Goal setting on a dairy farm does not have to be a complex process.
In many
cases it provides a process for writing down and agreeing on goals that you have
already given some thought to.
It is also important to remember that once you
write out your goals they are not cast in concrete.
If a change takes place which
has a major impact on the farm business, the goals should be reworked to
accommodate that change. Refer to your goals as often as necessary to keep the
farm business progressing.
It is important to identify both objectives (long-range) and goals (short­
range) when looking at the future of your farm business.
A suggested format for writing out your goals is as follows:
a.
Begin with a mission statement which describes why the business exists
based on the preferences and values of the owners.
b.
Identify 4-6 objectives.
c.
Identify SMART goals.
Worksheet for Setting Goals
I.
Mission and Objectives
-
33
Worksheet for Setting Goals (Continued)
II.
What
Goals
How
When
Who is Responsible
Summarize Your Business Performance
The Farm Business and Financial Analysis Charts on pages 22-25 can be used
to help identify strengths and weaknesses of your farm business.
Identify three
major strengths and three areas of your farm business that need improvement.
strengths :
_
Needs improvement:
___
34
GLOSSARY .AND LOCAT:ION' OF COIDION' TERKS
Account. PaYable - Open accounts or bills owed to feed and supply firms, cattle dealers,
veterinarians and other providers of farm services and supplies.
ACCount. Receivable - Outstanding receipts from items sold or sales proceeds not yet
received, such as the payment for December milk sales received in January.
ACCrual Bxpen.e. -
(defined on page 3)
ACCrual Receipt. -
(defined on page 4)
Annual Ca.h PlOW Statement AppreciatiQD -
(defined on page 12)
(defined on page 5)
Asset Turnover Ratio - The ratio of total farm income to total farm assets, calculated
by dividing total accrual operating receipts plus appreciation by average total farm
assets.
Balance Sheet - A "snapshot" of the business financial position at a given point in
time, usually December 31. The balance sheet equates the value of assets to liabilities
plus net worth.
capital Efficiency - The amount of capital invested per production unit. Relatively
high investments per worker with low to moderate investments per cow imply efficient use
of capital.
Cash From Nonfarm capital Used in the Business - Transfers of money from nonfarm savings
or investments to the farm business where it is used to pay operating expenses, make
debt payments and/or capital purchases.
Ca.h PlOW Coyeraae Ratio Cash Paid -
(defined on page 14)
(defined on page 2)
Ca.h Receipt, -
(defined on page 4)
Change in ACCOunt. Payable Change
(defined on page 3)
in Account. ReceiYable -
Change in Inyentory Current PortiQD -
(defined on page 4)
(defined on page 2)
(defined on page 7)
Dairy <farm) - A farm business where dairy farming is the primary enterprise, operating
and managing this farm is a full-time occupation for one or more people and cropland is
owned.
Dairy Ca.h-Crop <farm) - Operating and managing this farm is the full-time occupation of
one or more people, cropland is owned but crop sales exceed 10 percent of accrual milk
receipts.
Debt Per Cow - Total end-of-year debt divided by end-of-year number,of cows.
Debt to ASlet Ratio' Deferred TAXe, -
(defined on page 10)
(defined on page 9)
MAtter - The amount or proportion of dry material that remains after all water is
removed. Commonly used to measure dry matter percent and tons of dry matter in feed.
Dry
Equity Capital - The farm operator/manager's owned capital or farm net worth.
Expansion Liyestock - Purchased dairy cattle and other livestock that cause an increase
in herd size from the beginning to the end of the year.
-
35
'arm Debt Payment. a. Percent of Hilk Sale. - Amount of milk income committed to debt
repayment, calculated by dividing planned debt payments by total milk receipts. A
reliable measure of repayment ability, see page 14.
Farm Debt Payment. Per Cow - Planned or scheduled debt payments per cow represent the
repayment plan scheduled at the beginning of the year divided by the average number of
cows for the year . . This measure of repayment ability is used in the Financial Analysis
Chart.
Financial Lea,. - A long-term non-cancellable contract giving the lessee use of an asset
in exchange for a series of lease payments. The term of a financial lease usually
covers a major portion of the economic life of the asset. The lease is a substitute for
purchase. The lessor retains ownership of the asset.
Income Statement - A complete and accurate account of farm business receipts and
expenses used to measure profitability over a period of time such as one year or one
month.
Labor and Hanagement Income -
(defined on page 6)
Labor and Hanaaement Income Per Ooerator - The return to the owner/manager's labor and
management per full-time operator.
Labor Efficiency - Production capacity and output per worker.
Liauiditv - Ability of business to generate cash to make debt payments or to convert
assets to cash.
Net Farm InCOme -
(defined on page 5)
Net Worth - The value of assets less liabilities equal net worth.
owner has in owned assets.
Operating Costs of Producing Hilk -
It is the equity the
(defined on page 19)
opportunity Costs - The cost or charge made for using a resource based on its value in
its most likely alternative use. The opportunity cost of a farmer's labor and
management is the value he/she would receive if employed in his/her most qualified
alternative position.
Other Livestock Expense, - All other dairy herd and livestock expenses not included in
more specific categories. other livestock expenses include; bedding, DHIC, milk house
and parlor supplies, livestock board, registration fees and transfers.
Part-Time Cash-Crop Dairy (farm) - operating and managing this farm is not a full-time
occupation, crop sales exceed 10 percent of accrual milk receipts and cropland is owned.
Part-Time Dairy (farm) - Dairy farming is the primary enterprise, cropland is owned but
operating and managing this farm is not a full-time occupation for one or more people.
Personal Withdrawals and FAWily Expenditure. Including Nonfarm Debt Payment. - All the
money removed from the farm business for personal or nonfarm use including family
living expenses, health and life insurance, income taxes, nonfarm debt payments, and
investments.
Profitabilitv - The return or net income the owner/manager receives for using one or
more of his or her resources in the farm business. True "economic profit" is what
remains after deducting all the costs including the opportunity costs of the
owner/manager's labor, management, and equity capital.
Purchased Inputs Cost of Producing Milk -
(defined on page 19)
Repayment Analysi. - An evaluation of the business' ability to make planned debt
payments.
ReplaCement Livestock - Dairy cattle and other livestock purchased to replace those that
were culled or sold from the herd during the year.
36
Return on Equity Capital Return
(defined on page 7)
on Total Capital - (defined on page 7)
Return to Operator,' Labor. Management. and Equity Capital -
(defined on page 6)
Solvency - The extent or ability of assets to cover or pay liabilities.
leverage ratios are common measures of solvency.
Total Costs of Producing Milk -
Debt/asset and
(defined on page 19)
Whole ra~ Method - A procedure used to calculate costs of producing milk on dairy farms
without using enterprise cost accounts. All non-milk receipts are assigned a cost equal
to their sale value and deducted from total farm expenses to determine the costs of
producing milk.
37
:INDEX
Pagers}
Accounts Payable
3,8
Accounts Receivable
4,8
Accrual Expenses
3,5
Accrual Receipts
4,5
Acreage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 16
Advanced Government Receipts
7,8
Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Amount Available for Debt Service
14
Annual Cash Flow Statement
12
Appreciation
5,11,18
Asset 'I\1rnover Ratio
20
Balance Sheet . . . . . . . . . . . . . . . . . . . . . . . . . .. 8
Barn Type
2
Business Type
2
Capital Efficiency
20
Cash From Nonfarm Capital Used in
the Business
12
Cash Flow Coverage Ratio
14
Cash Paid
2
Cash Receipts
4,12
Change in Accounts Payable
3
Change in Accounts Receivable
4
Change in Inventory
2,3
Change in Net Worth
11
Crop Expenses
3, 17
Crop/Dairy Ratios
16
Current Port ion
7,8
Dairy (farm)
2
Dairy Cash-Crop (farm)
2
Debt per Cow
10
Debt to Asset Ratios
10
Deferred Taxes
9
Depree iat ion
3, 10
Dry Matter
16
Educat ion
20
Equity Capital
7
Expansion Livestock
3,12
Expenses
3
Farm Business Chart
22-25,28-31
Farm Debt Payments as Percent
of Mi lk Sales
13
Farm Debt Payments Per Cow
13
Financial Analysis Chart
25
Financial Lease
8
Income Statement
2
Pagers}
Inflows. . . . . . . . . . . . . . . . . . . . . . .. 12
Labor & Mgrnt. Income............ 6
Labor & Mgrnt. Income Per Oper . .. 6
Labor Efficiency
20
Land Resources. . . . . . . . . . . . . . . .. 16
Liquidity
10
Lost Capital
10
Machinery Expenses
3,17
Milking Frequency
2
Milk Production
18
Milking System.................. 2
Money Borrowed................. 12
Net Farm Income................. 5
Net Investment
10
Net Worth....................... 8
Number of Cows................. 18
Operating Costs of Prod. Milk .. 19
Opportunity Cost
6
Other Livestock Expenses
3
Out flows . . . . . . . . . . . . . . . . . . . . . .. 12
Part-Time Cash-crop Dairy (farm) 2
Part-Time Dairy (farm)
2
Percent Equity
9,10
Personal Withdrawals and Family
Expenditures Including Nonfarm
Debt Payments
12
Principal Payments
12
Prof i tabil i ty . . . . . . . . . . . . . . . . . .. 4
Purchased Inputs Cost
19
Receipts
4
Record System
2
Repayment Analysis
14
Replacement Livestock
3
Retained Earnings
11
Return on Equity Capital
7
Return on Total Capital
7
Return to Operator's Labor &
Mgrnt. & Equity Capital
6
Solveney. . . . . . . . . . . . . . . . . . . . . .. 10
Total Costs of Producing Milk .. 19
Whole Farm Method
19
Worker Equivalent
20
Yields Per Acre................ 16
o
For
5-0
e
o.
U
G i e
p
-05
5-06
z ng
Er c
on
e
n r
er
Greg
L. Poe
1 cies
o
95- 7
c t
u s
o. 9 ­
. 9 -0
rom r
1
Erb
ob a ch